Academic writing skills for postgraduates: masters coursework

Sample essay 1

Human Resource Management

Reproduced with the permission of the student (anonymised)

2 . Student’s name: NS Tutor: Doris Kluge Due Date: 1 Sept. 2004. training and diversity management.Academic writing skills for postgraduates: masters coursework UNIVERSITY OF WESTERN SYDNEY SCHOOL OF MANAGEMENT RESEARCH ESSAY Human Resource Management 46518 Discuss how the practices of human resource management can give an organisation the competitive advantage. particularly in the areas of recruitment.

2000). 2003:4). Moreover. practices and systems that influence employees' behaviour. it needs to ensure profitability to satisfy their shareholder. attitudes and performance" (De Cieri et al. it needs to consider its responsibilities to the community by being environmentally-friendly and by getting involved in community activities. training and development. or the 'human capital pool'.Academic writing skills for postgraduates: masters coursework There are a number of factors that contribute to the success of an organisation. The quality of its human resource affects an organisation' s ability to adapt to changes. and diversity management. This essay will discuss how the practices of human resource management can give an organisation the competitive advantage. It is not only the quality of the physical resources or the technology that counts. which determines its competitiveness. There are a number of important factors that an organisation must address. Human Resource policies and practices he1p organisations achieve their business goals and objectives" by developing the knowledge and skills of the employees. the organisation needs to ensure that it provides a desirable working environment for its employees. 3 . Then. particularly in the areas of recruitment. First. De Cieri et al. Human resource management refers to "the policies. Human resource management is strategic when the human resource practices are planned. structural and personnel techniques" (Gardner and Palmer 1997:244). defines competitiveness as an organisation's ability to maintain and gain market share in its industry. and implemented towards achieving the organisation's goals (Noe et al. but the people and their skills also make the difference. while at the same time produce quality products or services to its customers. Storey suggests that competitiveness can be achieved by integrating "cultural.

They can be sourced from internal or external sources. Recruitment refers to any practice or activity carried out by the organisation with the primary purpose of identifying and attracting potential employees. It seems that Henry Davis York takes this strategy into consideration and makes an effort to be known in university campuses. New technology changes 4 . Given that this strategy has won Henry Davis York an award in the category of Best Attraction and Retention Strategy at the 2003 Australian Human Resource Awards. Training and development should be viewed as an investment that adds value to an organisation by increasing employees' motivation and skills. The rationale of their' growing its own' strategy is to recruit young professionals who will grow with the company and understand its directions. recruiting candidates with inappropriate skills may prevent or stall organisational growth. advertisements. rather than to recruit experienced executives from other law firm. whilst recruitment strategy attempts to attract highly-skilled candidates by promoting the organisation as a great place to work. It is important to implement an effective recruitment strategy to at1Iact highly. direct applicants and referrals. or universities (De Cieri et al.skilled candidates. public or private employment agencies~ electronic recruiting. it can be suggested that the recruitment strategy may have contributed to their 90 percent retention rate (Donaldson 2003).Academic writing skills for postgraduates: masters coursework One can suggest that recruitment plays an important rote in strategic human resource management as it is during this process that the calibre and qualities of potential employees are assessed. Recruitment strategy differs from selection practices in the way that selection practices involve looking at a candidate's strengths and weaknesses. 2003). According to Boxall and Purcell (2003).

fine motor skills" (Noe et al. However. social. De Cieri (2003) states that by managing diversity and acknowledging the variety of individual characteristics. attempts to make sure that changes to the organisation is performed efficiently. It is suggested that by understanding cultural. there is an increasing need for interpersonal skills and problem-solving skills. Their training program includes both formal and informal approach such as regional e-learning program.A. Dyer and Shafer point out that employee development program should "build the firm's agility over the long run" (cited in Boxall et at. including management~ have the required skills in the new directions for the organisation. In the new work system. Its approach includes a training and development program to ensure that employees. It appears that the program has been successful. as well as the way work is performed. It seems that the 'Dynamic Resourcing Strategy' of Main Roads W. 2003 :36). one can suggest that the most important outcome is "the mindset change" that has given the o1der staff members more confidence in the younger peers. How diversity is managed in the workplace is also of importance in gaining competitiveness. rather than physical strength or '. The organisation indicates that they place special importance on training new employees to ensure that they are ready to take over when the older staff members leave the organisation. 5 . The focus appears to be in "rejuvenating the organisation" after its 70-year existence. therefore giving them the opportunity to contribute and perform (Donaldson 2004). 2003:144). resulting in better skilled and more productive workforce.Academic writing skills for postgraduates: masters coursework the roles of managers and employees. mentoring and further studies. organisation provides employees with a working environment where they can contribute to organisational growth and therefore can experience personal growth.

each with its own corporate cultures. Diversity management can be initiated at three levels: strategic level where it plays a critical part: to achieve organisation's success. Bill Maxwell. saving the company nearly US$30 million (Leonard 2003). 0 per cent within a few years. for diversity management to be effective. One can imply that the changes at Cendant Mobility may not have been possible without the support from management. managerial level where management practices are designed to support diversity. senior vice president of global human resources of Cendant Mobility.300 people. It appears that the new program made a difference in reducing the organisation's turnover rate to under 1. it is important that it takes place on all levels of the organisation. organisation can improve employees' sense of belonging. Cendant Mobility was formed in 1997 through a merger of three separate companies. this may help reduce stress in the workplace. After this merger. Using data obtained from employee-attitude survey and exit interviews. employing 2. the company experienced a turnover rate as high as 30 per cent (Zimmerman 2004). At times of organisational changes. yoga classes. the work/life balance program at the time had not received the support from the organisation’s management and therefore it had not been effective. However. 6 . and an employee garden. they introduced the Flexible Work Options program which included flexible working hours. The management viewed the program as "costly and unnecessary" (Leonard 2003). stated that prior to him joining the company. and operational level where diversity management is applied in the workplace (O'Neill and Kramar 1998).Academic writing skills for postgraduates: masters coursework demographic and other diversities in the workplace.

The concept they introduced. Human resource practices are strategic when human resource activities such as recruitment. Training and development should be seen as an investment that is crucial to work performance. This approach is taken to "maintain focus on working to the business needs rather than the clock" (Commonwealth of Australia 2002:62).Academic writing skills for postgraduates: masters coursework In terms of the practice of work/life balance in Australia.m. as well as the saving of over $500. employee recognition program. The program includes flexible work options such as work from home.00 p. The efficiency of the organisation's initiatives is shown in the increase of their retention rate from 75 per cent in 1999 to 92 per cent in 2002.00 p. it is evident from the examples presented in this essay that human resource management helps organisations achieve competitive advantage by developing the knowledge and skills of the employees. and diversity management are targeted to achieve organisation's goals. In conclusion.000 in recruitment costs from 1999 to 2002. By understanding diversity in the workplace. on Fridays. training and development. 7 .m. it is worthwhile to mention SC Johnson. to leave work from 01. an organisation provides an environment where employees can experience personal growth by contributing to the organisation. 'Compressed Work Week'. and an on-site gym. This contributes to the development of a culture where leaving early on Fridays is acceptable (Commonwealth of Australia. Recruitment strategy promotes growth ill the organisation by attracting highly-skilled candidates. 2002). allows employees to compress their working week and enable them. who has received many recognitions for their work/life balance practices. paid maternity leave. Management support is apparent from senior management's involvement by practising 'Compressed Work Week' and leaving work from 01. each Friday afternoon.

For this reason.Academic writing skills for postgraduates: masters coursework New technologies and changes in the way work is performed may further transform human resource policies and procedures. 8 . human resource management should be approached in a dynamic manner to adapt to organisational changes.

R. Woodslane Pty. and Purcell. (1997) Employment Relations.4 May). Sydney. Ltd. Commonwealth of Australia (2002). July) Taking HR to the next level. 9 . from http://www. Leonard. The law of attraction and retention: Henry Davis York. Main Roads W A: dynamic HR HR Magazine. McGraw-Hill Companies. (2nd BA89. C.). M. J. March. Macmillan Education Australia.) (1998) Australian human resource management: current trends in management practice. Retrieved August 21. (2003.asp?Type=60&Categozv=874 Gardner. and Kramar. (2003) Human Resource management in Australia: strategy. (eds. De Cieri. Donaldson.. H.humanresourcemagazine. New York: Palgrave Macmillan..Academic writing skills for postgraduates: masters coursework REFERENCES Boxall. (2004. 2004. Gerhart. Sydney: McGraw-Hill Australia Donaldson. HR Magazine. people. Workforce Management. and Wright. from http://www. 2004. Industrial Relations and Human Resource management in R. Australian Chamber of Commerce and Industry 10th Anniversary National Work and Family Awards 2002. New York. Ltd.M (2003) Human resource management: gaining a competitive advantage. J. C.humanresourcemagazine. G. (2004) 'The joy of flex'.2004. O'Neill. Zimmerman. B. from: http://www .asp Noe. Melbourne. (2003) Strategy and human resource management. Canberra: Department of Employment and Workplace Relations.shrm. P. performance. E.. B. and Kramar. R. et al. Retrieved August 21. G. R A. Hollenbeck. and Palmer. Retrieved August 21. HR Magazine. P.L. (2003. 3 December).org/hrmagazine/articles/0703/0703leonard.

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